Pricing and Revenue Management

Transcription

1 Pricing and Revenue Management Dr Robert Mayer Istanbul Technical University Air Transportation Management, M.Sc. Program Strategy Module April 2016

2 Lecture Overview Pricing and the Marketing Mix Revenue Management Booking Classes Network Revenue Management Overbooking Fare conditions Issues LCCs Last-minute Deals

3 Pricing and the Marketing Mix Pricing decisions cannot be made in isolation Depend on other aspects of the marketing mix Product policy Better onboard service higher utility for consumers prepared to pay higher price Better onboard service higher costs need for charging more (ROI)

4 Definition of Revenue Management Revenue Management is a revenue maximisation technique with aims to increase the net yield (or revenue) through the predicted allocation of available ( ) capacity to pre-determined market segments at optimum price. (Cooper et al., 2005, p. 398) Selling ( ) to the right people at the right price and at the right time. (Cooper et al., 2005, p. 398) aim was to ensure a good mix of high-yield and low-yield passengers on any route by preventing slippage of high-fare passengers into lower-fare categories. (Doganis, 2002, p. 282)

5 Objectives of Revenue Management Revenue maximisation/optimisation Revenue per ASK rather than by RPK LF maximisation Supported by sophisticated software

6 Revenue Management and Price Discrimination Price discrimination (vs uniform pricing) Charging different prices to different customers (for the same/a similar product) Difference in price is not primarily based on difference in costs Based on utility for customer (willingness to pay) Different customer segments have different price elasticities Based on different time preferences (willingness to pay to be on a certain flight rather than another)

7 Revenue Management P Cost-based fare/uniform pricing 100 Revenue = 50 x 50 = 2,500 Fare = 50 D Q

8 Revenue Management P Market-based fares (price discrimination, no revenue management) 100 Revenue = 70 x x x 40 = 3,200 Fare = 70; 50; D Q

9 Revenue Management P Market-based fares (price discrimination, revenue management) 100 Revenue = 80 x x x x 20 = Fare = 80; 60; 40; 20 D Q

10 Booking Classes & Fares Fares in air transport are primarily differentiated by cabin class eg First, Business, Economy Within these cabin classes they are further differentiated into booking classes Each cabin class can have numerous booking classes Booking classes are made up by fares with different conditions for purchase (= fare conditions) Related to the willingness to pay

11 Allocation of Seats to Booking Classes Fare-mix optimisation Main question: How many seats should be sold at what price? Based on forecasts and market research Setting limits for booking classes How many seats will be sold in each booking class? Upper limit: physical capacity of aircraft + overbooking

12 Allocation of Seats to Booking Classes Problems related to the allocation of seats to booking classes Too many seats allocated to discounted booking classes Spillage Limited accessibility and availability for price inelastic segments that book last minute A higher average fare could have been achieved Not enough seats allocated to discounted booking classes Spoilage More seats could have been sold on the flight

13 Allocation of Seats to Booking Classes Seat accessibility Availability of seats (at last minute) important for certain segments Why?

14 Network Revenue Optimisation How many seats to allocate on a short-haul flight to point-to-point traffic and how much to connecting traffic Latter one will generate less revenue on that route, but will provide further revenue on the connecting leg When flying via a hub airport passengers usually have more choices on their O&D routing than on point-to-point routes lower fares on connecting routings (as more competition) Lower willingness to pay for connecting services vs point-to-point lower fares on connecting routings

15 Network Revenue Optimisation Example: VIE LHR LAX O&D demand VIE LAX can be satisfied by numerous airlines (eg not only via LHR but also FRA, CDG, AMS, ORD...) O&D demand VIE LHR and LHR LAX gives limited alternative routeings for travellers Revenue VIE LHR & LHR LAX > Revenue VIE LHR LAX

16 Network Revenue Optimisation = = 1, Exchange rate: 1 = 1.25 (12 April 2016)

17 Overbooking Why? Misconnections No-shows Late cancellations Reduce spoilage Spoilage costs vs. DBC and customer loyalty Lower no-show rates on flights with more non-refundable/rebookable tickets

18 Fare Conditions To avoid slippage of high-fare passengers to low-fare classes and to avoid that too many low-fare seats are sold (revenue dilution) Fare conditions Day-to-day monitoring of seat availability Sales data CRS & GDS utilisation Complex and critical task

19 Fare Conditions Restrictive conditions of discount fares, fences Aim: to make certain market segment book certain fares Examples Maximum/minimum stay limit (incl. Sunday -Rule) Departure time limits (day of week, etc.) Purchase time restrictions (advanced purchase, eg APEX fare) Routeing restrictions Restrictions on name changes LCCs weakened the fare conditions of network airlines Often one-way pricing which is now also adapted by some network airlines

20 Fare Conditions

21 Revenue Management: Issues Disadvantages of price discrimination Complex fare structure Fences need to be developed Training costs Negative consumer perception Extreme forms of price discrimination reduced as LCCs opted for simpler pricing structure

22 Pricing of LCCs Use price differentiation Different prices at different times of booking Not always low-fare if booked close to departure BUT Only one price available at any time

23 Pricing of LCCs Ryanair That s about 1,500 TRY!

24 Last-minute deals Low marginal costs i.e. the costs of selling one more seat are minimal (meal, handling, duties ) Incentive to sell seats before departure at very low costs Problem: slippage, diversion of more price inelastic segments

25 Conclusion Many FSNCs have changed their marketing mix Many LCCs have changed their marketing mix hybridisation of business models Defining business models by their marketing mix is more and more difficult